Informes no financieros, desempeño anticorrupción y reputación corporativa

Aldaz, Maider; Alvarez, Igor; Calvo, José Antonio

doi:10.7819/rbgn.v17i58.2687

RESUMO

Objetivo:

El presente trabajo analiza si la revelación de información efectuada por las compañías con relación a sus prácticas anticorrupción es el reflejo de la instauración dentro de las compañías de sistemas anticorrupción adecuados o si se trata de un mero instrumento para que las empresas mejoren su reputación y mantengan así su legitimidad.

Método:

Hemos analizado las memorias de sostenibilidad de 31 empresas pertenecientes al Ibex 35 en diciembre de 2008, aplicando sobre los datos obtenidos la técnica PLS.

Fundamentación teórica:

En nuestro análisis utilizamos tanto la teoría de la legitimidad como la teoría de los stakeholders por considerarlas complementarias y acordes con nuestro planteamiento.

Resultados:

Los resultados reflejan que en el tema de la corrupción existe una relación negativa entre divulgación y desempeño, es decir, que las compañías con peor desempeño divulgan más información. Por otro lado, reflejan la existencia de una relación positiva entre divulgación y reputación, es decir, ofrecer información a los stakeholders mejora la percepción de éstas sobre la compañía, aspecto que podría justificarse con las dos teorías antes mencionadas. Sin embargo, no nos permiten concluir que aquellas empresas con buen desempeño divulguen información a sus principales stakeholders con el objetivo de estrechar relaciones, tal y como afirma la teoría de los stakeholders.

Contribuciones:

El presente trabajo aporta evidencia sobre la capacidad que las compañías tienen en incidir sobre la reputación corporativa mediante la utilización de los informes no financieros, sin la necesidad de que lo publicado en tales informes esté acorde a las prácticas reales de las firmas.

Palabras clave:
Responsabilidad social corporativa (RSC); anticorrupción; divulgación; desempeño; reputación

ABSTRACT

Objective:

This paper analyzes whether the anti-corruption reporting practices of the companies are a reflection of adequate anti-corruption systems put in place by companies, or whether the disclosure is merely a tool for companies to improve their reputation and thus maintain their legitimacy.

Design/methodology/approach:

We apply the PLS method to the collected data in a content analysis of the sustainability reports of 31 companies within the Ibex 35 in December 2008.

Theoretical foundation:

In the analysis, we use both the legitimacy theory and the stakeholder theory, because we consider them as complementary theories and consistent with our approach.

Findings:

The results show that regarding the corruption issue there is a negative relationship between disclosure and performance, that is, companies with poor performance disclose more. On the other hand, the results reflect the existence of a positive relationship between disclosure and reputation, i.e. report information to interested parties enhances the perception of stakeholders about the company. This finding could be justified by the above two theories. However, we can’t conclude that companies with good performance disclose information to key stakeholders in order to strengthen relations, as stated by the stakeholder theory.

Practical implications:

this study provides evidence of how companies use non-financial reporting-specifically anti-corruption data- to improve corporate reputation. It is also noted that reporting practices not necessarily have to be in accordance with the actual anti-corruption practices of firms.

Keywords
- Corporate social responsibility (CSR); anti-corruption; reporting; performance; reputation

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Full text available only in PDF format.

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2
Proceso de evaluación: Double Blind Review

Fechas de Publicación

Publicación en esta colección
Oct-Dec 2015

Histórico

Recibido
09 Jul 2015
Acepto
09 Dic 2015

Este es un artículo publicado en acceso abierto bajo una licencia Creative Commons

[1] Adams, C. A., Hills, W-Y., & Roberts, C. B. (1998). Corporate social reporting practices in Western Europe: legitimating corporate behaviour? British AccountingReview, 30(1), 1-21.

[2] Aerts, W., Cormier, D. (2009). Media legitimacy and corporate environmental communications. Accounting, Organizations and Society, 34(1), 1-27.

[3] Aldaz, M., Calvo, J. A., & Álvarez, I. (2012). Divulgación de información sobre corrupción: Empresas del IBEX 35. Revista de Contabilidad- Spanish Accounting Review,15(1), 59-90.

[4] Archel, P., Husillos, J., Larrinaga, C., & Spence, C. (2009). Social disclosure, legitimacy theory and the role of the state. Accounting, Auditing and Accountability Journal, 22(8), 1284-1307.

[5] Ashforth, B. E., & Gibbs, B. W. (1990). The double edge of organizational legitimation. Organization Science, 1(2), 177-194.

[6] Ashforth, B. E., Gioia, B. A., Robinson S. L., & Trevino L. K. (2008). Re-viewing organizational corruption. Academy of Management Review, 33(3), 670-684.

[7] Banerjee, S. B. (2008). Corporate social responsibility: The good, the bad and the ugly. Critical sociology, 34(1), 51-79.

[8] Barclay, D., Higgins, C., & Thomson, R. (1995). The partial least squares (PLD) approach to causal modeling: Personal computer adoption and use as an illustration. Technology studies, 2(2), 285-309.

[9] Bebbington, J., Larrinaga, C., & Moneva, J. M. (2008). Corporate social reporting and reputation risk management. Accounting, Auditing and Accountability Journal, 21(3), 337-361.

[10] Belkaoui, A., & Karpik, P. G. (1989). Determinants of corporate decision to disclose social information. Accounting, Auditing and Accountability Journal, 2(1), 36-51.

[11] Bergkvist, L., & Rossiter, J. R. (2007). The predictive validity of multiple-item versus single-item measures of the same constructs. Journal of Marketing Research, 44(2) 175-184.

[12] Blanck, R., Castelo-Branco, M., Cho, C, & Sopt, J. (2013). In search of disclosure effects of the Siemens AG´s corruption scandal [Workingpapers nº15]. OBEGEF-Observatório de Economia e Gestao de Fraude, Porto, Portugal.

[13] Bollen, K., & Lenox, R. (1991). Conventional wisdom on measurement: A structural equation perspective. Psycological Bulletin, 110(2), 305-314.

[14] Brammer, S., & Millington, A. (2008). Does it pay to be different? An analysis of the relationship between corporate social and financial performance. Strategic Management Journal, 29(12), 1325-1343.

[15] Brammer, S. J., & Pavelin, S. (2006). Corporate reputation and social performance: The importance of fit. Journal of Management Studies, 43(3), 435-455.

[16] Brown, B., & Perry, S. (1994). Removing the financial performance halo from Fortune’s “most admired” companies. Academy of Management Journal, 37(5), 1347-1359.

[17] Brown, N., & Deegan, C. (1999). The public disclosure of environmental performance information: A dual test of media agenda setting theory and legitimacy theory .Accounting and Business Research, 29(1), 21-41.

[18] Brown, D. L., Guidry, R. P., & Patten, D. M. (2010). Sustainability reporting and perceptions of corporate reputation: an analysis using fortune most admired scores. En M. Freedman, & B. Jaggi (Eds.), Sustainability, environmental performance and disclorures (Vol. 4, Series Advances in Environmental Accounting and Management, pp. 83-104). Bingley: Emerald.

[19] Brown-Liburd, H. L., Cohen, J.R., & Zamora, V. L. (2012). The effects of corporate social responsibility investment, assurance, and perceived fairness on investors’ judgments [Working paper Series]. Recuperado de http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1985839
» http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1985839

[20] Burrell, G., & Morgan, G. (1979). Sociological paradigms and organisational analysis Heinemann: Ashgate.

[21] Campell, D. J. (2000). Legitimacy theory or managerial reality construction? Corporate social disclosure in marks and Spencer Plc corporate reports, 1969-1997. Accounting Forum, 24(1), 80-100.

[22] Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. The Academy of Management Review, 4(4), 497- 505.

[23] Carroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12(1), 85-105.

[24] Chin, C.-L., Tsao, S.-M., & Chi, H.-Y. (2007). Non-audit services and bias and accuracy of voluntary earnings forecasts reviewed by incumbent CPAs. Corporate Governance: An International Review, 15(4), 661-676.

[25] Cho, C. H. (2009). Legitimation strategies used in response to environmental disaster: A French case study of Total SA´s Erika and AZF incidents. European Accounting Review, 18(1), 33-62.

[26] Cho, C. H., Guidry, R. P., Hageman, A. M., & Patten, D. M. (2012). Do actions speak louder than words? An empirical investigation of corporate environmental reputation. Accounting, Organizations and Society, 37(1), 14-25.

[27] Cho, C. H., & Patten, D. M. (2007). The role of environmental disclosures as tools of legitimacy: A research note. Accounting, Organizations and Society, 32(7-8), 639-647.

[28] Choi, J., & Wang, H., (2009). Stakeholder relations and persistence of corporate financial performance. Strategic Management Journal, 30(8), 895-907.

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